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CORPORATE PLAN2013/14 – 2015/16

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NORTH YORKSHIRE FIRE & RESCUE AUTHORITY CORPORATE PLAN 2013/14 – 2015/16

CONTENTS

SECTION 1: INTRODUCTION 3

SECTION 2: WHERE WE ARE 5

SECTION 3: WHO WE ARE 8

SECTION 4: HOW WE MAKE DECISIONS 9

SECTION 5: NORTH YORKSHIRE FIRE AND RESCUE SERVICE 10

SECTION 6: CORPORATE VALUES 11

SECTION 7: STRATEGIC AIMS 12

SECTION 8: MEDIUM TERM PLANS 13

SECTION 9: PERFORMANCE INDICATORS 15

SECTION 10: MEDIUM TERM FINANCIAL STRATEGY 16


3

In order to deliver a fireand rescue service tomeet the community’sneeds, with thenecessary focus andagility of a modernemergency service, aflexible approach toplanning is required.

This Corporate Plan, spanninga three year period from2013/14 to 2015/6, is part of asuite of corporate documentsthat collectively underpin ourapproach and provide anoutline of how, in the mediumterm, North Yorkshire Fire andRescue Service delivers theprotection from fire and other

emergencies across ourcommunities in the City of Yorkand North Yorkshire. The plansets out how decisions aremade and financed, and whatis planned for the three-yearperiod covered by the Plan.

One other key document thatsets out what we are planningto do is the Integrated RiskManagement Plan, whichcovers the same three yearperiod and can be found onour website or is available onrequest in printed formats. Thisis a requirement for all fire andrescue services andfundamentally describes howwe organise and deliver theservice to the community inorder to manage risk.

In addition to this, each yearan annual report and annualintegrated risk managementaction plan will be published toshow what we have achievedthe previous year and what weintend to deliver in the next.

Over the life of this plan, weaim to continue to deliver highlevels of service to thecommunities of York and NorthYorkshire through our provisionof community safety, legislativefire safety and emergencyresponse. This will often bedone in partnership with otheragencies, which is ever moreimportant in the tight financialclimate anticipated over the lifeof this plan.

SECTION 1: INTRODUCTION

SAFEGUARDING COMMUNITIES FROM FIRE AND OTHER EMERGENCIES

John FortCounty Councillor and Chair of the Fire Authority

Nigel HutchinsonChief Fire Officer and Chief Executive


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The previous ten years hasseen remarkable success inreducing the number of deathsand injuries from fire and otheremergencies. However, werecognise that there is stillmuch to do, particularlyaround road safety, which isthe major cause of deaths andinjuries at emergencies that weare called upon to deal with.

The changing pattern of riskrequires us to continuallyevaluate whether we have the

right resources in the rightplaces and work to review ourresources featured in this plan.More detail of our approach torisk management can be foundin our Integrated RiskManagement Plan.

We would value any feedbackyou have on this report andhope that you find it a usefulresource. If you wish to learnmore about our work, pleasevisit our website atwww.northyorksfire.gov.uk

Working together, we canmake North Yorkshire and theCity of York safer still and aneven better place to live, workand visit.


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North Yorkshire Fire andRescue Authority servesthe communities ofNorth Yorkshire and theCity of York.

North Yorkshire is England’slargest county, covering anarea of almost 3,212 squaremiles.

• It stretches from the NorthSea in the east to beyondthe Pennine watershed inthe west and from the Teesin the north to the Ouse and beyond in the south.This provides particularchallenges associated withrurality and travel distances.

• It is home to over 600,000residents.

• The county has two ofEngland’s ten national parks,three designated areas ofoutstanding natural beauty,over 200 sites of specialscientific interest and over12,000 listed buildings.

• The A1M and M62motorways and the EastCoast Main Line fromLondon to Edinburgh runthrough the county.

• North Yorkshire containsseveral importantwaterways including theRiver Ouse – the thirdbusiest river in England.

SECTION 2: WHERE WE ARE


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• Major industry includesDrax, the second largestcoal-fired power station inEurope, and EggboroughPower Station.

• The county also contains anumber of militaryestablishments includingCatterick Garrison, thelargest military garrison inWestern Europe, providingparticular risks to beconsidered.

• North Yorkshire, with itsnational parks and over 800tourist attractions, receivesmore than 20 million visitorseach year.

• Agriculture is the mainindustry outside of the maintowns.

The City of York covers an areaof 105 square miles.

• It is home to over 200,000residents, including over21,000 students.

• The historic City is one ofthe most popular touristdestinations in England, with around four millionvisitors from all over theworld each year.

• Significant employers in thearea include companies inthe following industries: IT,financial, transportinfrastructure andmanufacturing.

• The City also boasts twouniversities, drawingstudents from all over theworld.

North Yorkshire Fire andRescue Service is organisedinto four service deliverygroups aligned to groupingsof the seven district councilsand City of York areas asshown in the map opposite.

• Our Training Centre atEasingwold provides recruitcourses and continuationcourses to all staff. OurHeadquarters and ControlCentre are in Northallerton.

• There are 38 Fire Stations inNorth Yorkshire:

- Five wholetime shiftstations (crewed 24 hoursa day)

- Seven day crewedstations (crewed from0800 – 1800 each day byfirefighters who are alsoon call outside thesehours)

- 24 retained stations(crewed by part timefirefighters)

- Two volunteers stations(crewed by volunteers).


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North Yorkshire Fire and Rescue Authority (the Authority) is a stand alone,autonomous body made up of 16 elected council members, 12 of whom are nominated from North Yorkshire County Council and four from City of York Council.

The core functions of the Authority are to make provision for promoting fire safety, fire fighting,attending road traffic collisions and other emergencies such as responding to widespread flooding.

SECTION 3: WHO WE ARE

Andy D’AgorneGreen,

City of York Council

Val ArnoldConservative,North YorkshireCounty Council

Andrew BackhouseConservative, North YorkshireCounty Council

Philip BarrettIndependent,

North Yorkshire CountyCouncil

Danny MyersLabour,


John Fort BEM Chair Conservative,North YorkshireCounty Council

Bernard Bateman MBEConservative,


David BladesConservative,


Margaret-Ann de Courcey-BayleyLiberal Democrat,

North Yorkshire County Council

Andrew WallerLiberal Democrat,City of York Council

Michael HeseltineConservative,North YorkshireCounty Council

Chris Pearson Conservative,


Chris MetcalfeConservative,


Tony RichardsonVice ChairConservative,


Eric BroadbentLabour,


John SavageLiberal,


FIRE AUTHORITY MEMBERS


9

North Yorkshire Fire andRescue Authority

The Authority is subject to ahost of legislation, including arequirement to ensure itsbusiness is carried out in linewith the relevant law andstandards, so that publicmoney is properly accountedfor. The Authority also has aduty, under the LocalGovernment Act 1999, toalways look for ways toimprove efficiency.

The Authority usually meetsfour times a year to considervarious issues and to takedecisions that will furtherimprove service delivery andvalue for money. These arepublic meetings and details ofthe agenda, papers andminutes can be accessed onour website.

Various standing committeesand informal groups are inplace to fulfil theresponsibilities of the Authorityas outlined below.

Steering Group

The Steering Group providespolitical guidance by looking atdraft reports before they aresubmitted for formalconsideration at meetings ofthe Authority. The group alsomonitors spend against thebudget. Details of ourperformance against targetsand our financial performanceand budget can be found inthe annual report, available onthe website.

Audit and PerformanceReview Committee

The Audit and PerformanceReview Committee (A&PRC)monitors and receives reportson the performance of theAuthority in respect of:

1 Government standards,including the National Fireand Rescue Framework

2 The Authority’s own Codeof Governance

The committee monitors howthe organisation is performingagainst its targets andconsiders reports fromindependent internal andexternal auditors.

Appeals Committee

The Authority aims to maintainthe highest standards of carefor staff and Members. Thiscommittee considers anyappeals against dismissals andgrievances from seniormembers of staff.

Appointments Committee

The Authority has rigorousprocesses in place to makesure recruitment packages areappropriate for the most seniormembers of staff. Thiscommittee is responsible forthe recruitment and selectionof these senior members of theFire and Rescue Service, andreviews their terms andconditions periodically.

Standards Sub Committee

The Authority insists on thehighest standards of conductfrom both its Members andofficers. It is supported in thiswork by the Standards SubCommittee of the Audit andPerformance ReviewCommittee, which receivesand considers any complaintsabout Authority Membersbreaching their code ofconduct.

SECTION 4: HOW WE MAKE DECISIONS


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SECTION 5: NORTH YORKSHIRE FIRE AND RESCUE SERVICE

The Authority dischargesits duties through theprovision of the NorthYorkshire Fire andRescue Service, led bythe Chief Fire Officer/Chief Executive (CFO/CE). The Fire andRescue Service is madeup of almost 850 staffbased at sites acrossYork and NorthYorkshire.

The CFO/CE is accountable tothe Authority for all operationaland managerial matters and issupported by two principalofficers and six function headswho, in addition to theirspecific area of responsibility,come together as theCorporate ManagementBoard. The relationshipbetween the different tiers ofmanagement is highlighted inthe chart below.

The reporting line for frontlineservices (prevention,protection and emergencyresponse) delivered from ourfire stations is through theHead of Service Delivery.

To ensure our frontline staffcan meet public expectationsand are properly trained andequipped, we provide anumber of support functions,either directly in-house orindirectly through contractualarrangements.

The Authority is also requiredto operate within an extensivelegal framework, in particularto demonstrate continuousimprovement and value in theuse of public money. TheAuthority is committed tosupporting a diverse workforcewhich works closely with allsections of the community toprovide an improved service.

Nigel HutchinsonChief Fire Officer/Chief Executive

Combined FireAuthority

Ian YoungDirector of Finance and Technical Services/

Treasurer

Jez Rushworth

Head of ServiceDevelopment

Simon Garnett-Spence

Head of TechnicalServices

Jan Sams

Head of HumanResources

Dave McCabe

Head of ServiceDelivery

Owen Hayward

Head of RiskManagement

Andy TrowsdaleDirector of Community Safety/Deputy Chief

Fire Officer

Clare Godfrey

Head of Finance andAdministration


11

Corporate valuessupport all the work wedo in delivering aservice to thecommunity.

Equality and diversity areimportant to us, both withinthe Service and thecommunity; we are fullycommitted to delivering ourservices and employing staff inaccordance with our dutiesunder the Equality Act 2010.

Our own core values, whichsupport these equality duties,are:

1 Service to the community

We value service to thecommunity by:

• Working with all groups toreduce risk

• Treating everyone fairly andwith respect

• Being answerable to thosewe serve

• Striving for excellence in allwe do.

2 People

We value all ouremployees by practisingand promoting:

• Fairness and respect

• Recognition of merit

• Honesty, integrity andmutual trust

• Personal development

• Co-operative and inclusiveworking.

3 Improvement

We value improvementin all levels of theService by:

• Accepting responsibility forour performance

• Being open-minded

• Considering criticismthoughtfully

• Learning from ourexperiences

• Consulting others.

SECTION 6: CORPORATE VALUES


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The strategic aims set out what it is North Yorkshire Fire and Rescue Serviceaims to do throughout the life of this plan.

Strategic aim 1 –to safeguardcommunities: to gainthe best possibleunderstanding ofcommunity needs andto match serviceprovision withinachievable resources.

This is done through theIntegrated Risk ManagementPlan. This document sets outhow we match our resourcesto risk and deliver the service.This is a three year plan (thecurrent version is 2013/14 to2015/16) and is supported byan annual action plan. Both areavailable on the website or on request.

Strategic aim 2 – to ensure an agile,resilient and sustainableemergency service: toensure the organisationremains on asustainable footing.

This is done through soundfinancial planning andmanaging the organisationefficiently and effectively.

Strategic aim 3 –to be outward facing: toengage in strategicpartnerships andforums, at local andnational levels, thatcontribute to improvingcommunity safety or theefficiencies of theService.

This is to ensure that, indeveloping the Service and insupporting the first twostrategic aims, the Service isopen to best practice and new ideas.

SECTION 7: STRATEGIC AIMS


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The plans the Service has over the life of this document are set out in the table below.

SECTION 8: MEDIUM TERM PLANS

continued overleaf

Strategic Plan Detailaim

S1 Develop our approach a Further target fire safety activities on high risk premisesto fire safety b Reinforce approach to enforcement of legislative fire

safety – ‘Educate, Encourage, Enforce’c Improve evaluation of all aspects of fire safety work

S1 Continue to develop a Work with all age groups but with a focus on ‘at risk’ groups and implement the to make a difference at home and in the community Prevention Strategy (including schools)

b Improve home fire safety policy to further promote safety through smoke alarm use and to reduce fires

c Further improve road safety programmes to target geographic areas and target ‘at risk’ groups

d Take advantage of social media to reach more members of the community

S1 Provide emergency Manage projects for the delivery of updated facilities. response resources Examination of building stock will ensure resources are relative to risk suitable to provide an appropriate operational response.

The following stations are at the forefront of building stock for review:a Scarboroughb Northallertonc Thirskd Maltone Skiptonf Ripon(Note: Any proposals for change will be taken forward through the Integrated Risk Management Plan).


14

Strategic Plan Detailaim

S2 Maintain and develop a To ensure that staff continue to have the necessary skills the People Strategy and support to undertake their roles

b To maintain policies and procedures that allows and supports managers in managing staff effectively

c To minimise the risk to the organisation in respect of employment legislation

d To encourage positive employment relations

S2 Maintain and develop a To ensure that decision making processes continue to the Business be robust and transparentManagement b To provide on-going assurance to the Fire Authority about (Assurance & the Service’s performancePerformance) c To maintain a high level of corporate risk management Framework

S3 Further develop the a To position the Service as a key partner in multi agency Engagement Strategy working at all levels

b To develop/explore collaboration with North Yorkshire Police to jointly deliver community safety

c To continue to evaluate partnerships and take advantage of those that add value to the community or make the Service more efficient

S3 Deliver the Control a To join up emergency fire control rooms with Project (Phase 2) Cornwall Fire and Rescue Service to increase resilience


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In order to ensure thatthe community isreceiving the bestpossible fire and rescueservice, it is important tohave some measure ofperformance.

The Key PerformanceIndicators measure the impactof the Fire and Rescue Serviceby looking at the most seriousincidents and ensuring thatthey are kept at as low a levelas possible.

General PerformanceIndicators uses less seriousincidents and internalmeasures such as sickness tosee how well the Service isbeing managed.

SECTION 9: PERFORMANCE INDICATORS

Key Performance Indicators Five year Target Target Targetaverage 2013/14 2014/15 2015/162007/12

Number of accidental fire deaths 2 2 2 2

Number of accidental fire injuries 25 26 25 24

Number of road traffic deaths at incidents attended 30 28 28 28by the Fire and Rescue Service

Number of road traffic injuries at road traffic collisions 400 388 376 365attended by the Fire and Rescue Service

General Performance Indicators

Number of accidental primary fires 990 850 850 850

Number of deliberate primary fires 340 306 303 300

Number of malicious calls 149 130 126 122

Number of false alarms from automatic fire alarms 2508 2360 2289 2221apparatus

Retained Duty System availability 95.49% 95.5% 95.75% 96%

Number of working days lost due to sickness 6.6 6.2 6.1 6.0absence for wholetime uniformed staff

Number of working days lost due to sickness 7.3 6.2 6.1 6.0absence for all staff


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The achievement of thestrategic aims andmedium term plans setout in this documentrequires the efficient,effective and economicuse of resources. Theaim of the Authority’sMedium Term FinancialStrategy is to matchavailable resourcesagainst likely expenditurerequirements over thefour years following thecurrent year’s approvedbudget.

Those expenditurerequirements will be driven bythe Corporate Plan, with theprincipal costs derived fromthe Integrated RiskManagement Plan (IRMP).

Although the principal aim ofthe Authority is to reduce theloss of life and injury sustainedthrough fire and otheremergencies through betterprevention, there is the clearneed to maintain a robust andsustainable interventionservice. In addition, theAuthority continues to facewider demands as regardsconsultation, audit and

inspection, informationtechnology and systems,assessment and control ofcorporate risk.

In determining its expenditurerequirements, the Authorityrecognises that a reasonablebalance has to be struckbetween risk, service deliveryplans and the burden thoseplans place on council taxpayers.

A key part of the strategy is theanalysis and management ofevents or actions that couldprejudice the delivery of theplans.

SECTION 10: MEDIUM TERM FINANCIAL STRATEGY


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Thus the strategy must takeinto account, so far as it can,the effect of: assumedgovernment grant changes;the likely impact of spendingplans on future levels ofcouncil tax; any limitationswhich may be imposed onthose levels; changes in thedemand for services; and theexternal change environmentin which all public authoritiesoperate. In addition, anallowance needs to be madefor the normal variability ofestimates and contingentevents.

Some limited management ofreserves will be undertaken aspart of the management of theAuthority’s finances, so as toassist in avoiding, wherepossible, large year on yearvariations in council tax.

The Authority’s aimsover the planning periodare to:

• Ensure community safetyservices develop to reflectthe differing needs of NorthYorkshire’s diversecommunities

• Ensure that the organisationis resilient and sustainablethrough sound financialplanning and efficient andeffective management

• Ensure the Service engagesin partnerships that improvecommunity safety or theefficiencies of the Service,and that the Service is opento best practice.

In the context of theMedium Term FinancialStrategy, the aims are to:

• Continue to secure value formoney in all its activities

• Keep increases in preceptsto a reasonable level

• Reduce volatility inexpenditure plans to ensurethat actual total annualexpenditure is on budget

• Maintain and provide assetsthat are adequate and fit forpurpose

• Maintain adequate reservesas protection againstcontingent events.


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To achieve these aims,the Authority needs toinvest in its people andassets. Consequently,the expenditure planswill be constructedwithin the Authority’sapproved financialmanagementframework. Thisrequires an assessmentof:

• The priority of the businesscase and its contribution toachieving overall strategicaims as set out in theCorporate Plan

• Consultation outcomes

• Stakeholder priority

• The shared service/partnership content of anyproject

• The level of funds availablefrom external sources

• The relative priority ofchange issues vis a vis coreintervention/protection/compliance demands

• Potential for re-direction ofcurrent expenditure

• Savings from improvedefficiency

• Corporate risk managementperspective and risk rating.

The figures derived from thisassessment are set out in theannual budget reports to theAuthority. They show currentexpenditure plans and current

assumptions on how thoseplans will be financed,including the overall level oftargeted expenditurereductions which the Authorityhas set itself so as to deliverwhat it believes to bereasonable increases inprecepts and, hence, counciltax over the planning period.

These figures will be reviewedand updated as part of theAuthority’s budget monitoringpolicy, any future governmentdecisions and any changes inapproved policy andoperational priorities.

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This information is licensed under the Open Government Licence. To view this licence visitwww.nationalarchives.gov.uk/doc/open-government-licence/ or write to the InformationPolicy Team, The National Archives, Kew, London TW9 4DU.

If you have any enquiries regarding this document/publication, [email protected] or write to us at:

Central Administration OfficeNorth Yorkshire Fire and Rescue ServiceHeadquartersThurston RoadNorthallertonNorth YorkshireDL6 2ND

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